Making the First Move

Transcription

1 NOV Issue No. 1: Making the First Move I n a sea of potential job candidates, everyone recognizes the stars. They build global brands, transform whole businesses, and drive new levels of performance. They are in high demand, well compensated, and in control. They would enhance any business, and they know it. It is hard to get on their radars, let alone their calendar. Their time is valuable, and they don t bother with those who waste it. Recruiters need finesse: they get one shot to establish themselves as an influential player in their industry and potential trusted career advisor. That first contact is increasingly made online. Social networks and online platforms have become highly integrated into human resources and the search process. At the same time, HR teams are under mounting pressure. The risk is that this can lead to an impersonal, transactional approach to contacting new candidates, which can erode the reputation of the recruiter and the organization. While each recruiter has his or her own style, the best mindfully manage this digital dynamic. Korn Ferry s expert search consultants advise approaching each new candidate with an eye toward establishing a mutually rewarding, long-term connection Korn Ferry. All Rights Reserved.

2 Social networks are a double-edged sword. The technology gives you freedom to be in more places, do more things, and reach more people. On the other hand, it opens the door for miscommunication and poor first impressions. For recruiters, making a human, personal connection from the start becomes even more important in this context. 1. Be committed. Recruiters who naturally project that they want a longstanding relationship with a candidate are perceived as sincere rather than sales-y. This boosts the employer s brand, and also encourages a candidate to share more nuanced information about their experiences, long-term goals, and motivations. The best-respected search consultants become mentors and confidantes. Whenever the candidate thinks about the next step in his or her career, he or she also thinks of reaching out to the recruiter. Even if this candidate isn t the right fit for the current opening, relationships with top talent are valuable: they are a conduit to other respected talent in the industry and unrivalled market intelligence. Referrals are the lifeblood of recruiters, central to the success of about 40% of all searches. 2. Be aware and adapt. When contacting someone for the first time, a recruiter might deliberately reach out by multiple methods simultaneously , via an online networking site, and with a phone call to ascertain how this candidate prefers to communicate and at what pace. Do they respond with two-word s, or enjoy 30-minute phone conversations? Mirroring that preference is one quick way to build rapport. Communication via social media and other digital formats often is concise and relatively informal. Recruiters should take care, however, not to be overly familiar or casual with a candidate, regardless of the person s management level.

3 People don t always make purely rational career decisions. Where they are in their life matters. To understand that context, make an emotional connection starting from your first interaction. 3. Be discreet. High-profile executive searches require strict confidentiality, particularly if rumors about changes to senior management could hurt the stock price or customer confidence. In these situations, organizations often engage external search consultants who can approach top executives without immediately disclosing the identity of the hiring company. Search consultants say they must be extremely discreet to protect candidates with the current employers as well especially during initial interactions. On the phone, it s important to avoid talking immediately about salaries or making comments like, I saw your profile on LinkedIn. Even the questions asked can disclose too much. Operating with sensitivity, executive search experts note that the person is valued for their unique knowledge of the industry, and then shift further conversations away from the office to personal or cell phones. 4. Be available. Recruiters expect to talk to candidates before or after normal business hours and on weekends. While mobile phones have made it easier to be always available and to track how much contact has been made with an individual the 24/7 schedule can be demanding. Still, to earn respect and build trust with top-tier candidates, recruiters acknowledge incoming messages no matter what the hour, even if a complete reply will have to wait a few hours.

4 NOV Be bold. Fix a meeting. Smart recruiters use social media and other digital platforms to initiate and manage contacts but no All in the introduction. At the end of an introductory phone call or meeting, a recruiter should expect to have technology can supplant the intimacy of talking in person. When they want to cement a relationship, recruiters usually don t hesitate to arrange a meeting at a time of day and venue conducive to an in-depth conversation. That s when the ball really gets rolling. Once a recruiter has the attention of a top-flight candidate, it is time to strengthen that connec- tion. In the next article, The Korn Ferry Insider will reveal how to prepare for and conduct conversations that uncover what isn t on a candidate s online profile: their life experiences and circumstances, intrinsic motivators and deeper aspirations. That s the next step in finding out who s not just a top candidate, but a great fit for the role. Gathered Conveyed Gauged Expanded key details of the candidate s background, as well as any personal or professional sources of jobchange motivation. the essential facts of the role and the appeal of the organization. the executive s personal interest. the search by asking for other recommendations when appropriate.

5 Rules of the road: managing talent on social networks When it comes to recruiting select talent, recruiters need to be shrewd about how they use social networks. They need to keep in mind: The profile trap. Savvy recruiters read online profiles with an open mind and a grain of salt. They can t dismiss everyone who isn t an exact match for the job criteria; after all, profiles can be incomplete or out-of-date. At the same time, everything in a profile has to be verified before moving forward with a candidate. Spam filter. Top executives in booming industries can get weary of, even irritated by, recruiter outreach. InMails to such top talent are just begging to be screened out. Resourceful recruiters get an introduction from someone in their network, or just dial them up on the phone, Skype, or find another way to make contact. Lead by example. Recruiters need to maintain their own profiles fastidiously, and make connections aggressively. Those new to the field, or changing industries, can widen their reach quickly joining multiple sites for professionals, and setting up or joining as many groups as possible. Outliers. The best candidates often aren t job hunting and may neglect their online profile. Don t neglect your real-world network for referrals. Korn Ferry estimates that one in five of the very best candidates is not on LinkedIn or other professional networking sites. A personal touch. Alerts from Google, social networks, Refresh and other services enable recruiters to track industry talent moves. Upside: recruiters can reignite contact with candidates by sharing timely intelligence, or writing a message taking note of job changes, work anniversaries, or other milestones. Downside: candidates might expect you to be up to speed on their every move.